Organisational antecedents of innovative firms: a focus on entrepreneurial orientation in South Africa

Cultivando talentos de inovação estratégica em organizações estabelecidas: o papel das práticas de gestão de recursos humanos.

“…Having an entrepreneurial orientation is vital when working with strategic innovation. Thus, the company's HRM system needs to design incentives to motivate and intensify innovation activities, leading to higher organizational performance, even in a turbulent environment (Urban & Verachia, 2019).…”

“…However, developing and retaining innovation talent is a challenge for companies, as it is not clearly manageable, and organizations are leaking talent in the innovation area (O'Connor et al, 2018). Individuals who can recognize the connection between effort, performance, and rewards are more inclined to actively participate in entrepreneurial initiatives (Urban & Verachia, 2019). In addition, the retention of knowledge-based employees is impacted by risk-taking activities, as they aim for strategic innovation development and opportunity exploitation (Naeiji & Siadat, 2019).…”

“…Additionally, Startups B1 and B2 are already experimenting, or close to it, with the possibility of obtaining financial rewards for employees, apart from the innovation executive who already has this prerogative. Therefore, it can be considered that there are differentiated rewards for strategic innovation employees (Aagaard & Andersen, 2014;Andreeva et al, 2017;Koberg et al, 1996;O'Connor et al, 2018;Urban & Verachia, 2019), including individual rewards that encourage intellectual experimentation and long-term success (Zhang & Jin, 2014).…”

“…The underlying assumptions of the literature regarding HRM practices delve into HRM practices' characteristics (Aagaard & Andersen, 2014;Andreeva et al, 2017;Kelley et al, 2011;Koberg et al, 1996;Marx et al, 2016;O'Connor et al, 2018;Urban & Verachia, 2019) that should be the focal point on the development of employees' strategic innovation competences (Kelley et al, 2011;O'Connor & McDermott, 2004) and the strategic innovation employees' initiatives towards the HRM (Aagaard, 2017;Fowinkel, 2014;Marvel et al, 2007). The data concerning the HRM topics analyzed in the cases are displayed in Table 20.…”

“…Individuals who work with strategic innovation in established companies, with defined structure and processes, face challenges that may not be quantifiable and are not common to other areas of the organization, such as reducing uncertainties, seeking for or creating opportunities for future scenarios, negotiating partnerships with other firms, research centers or governments, in which there are no guarantees of success (O'Connor et al, 2018;O'Connor & McDermott, 2004;. However, the processes aimed at managing people are usually the same for everyone (Hebda et al, 2012;Marx et al, 2016;Oltra et al, 2022;, and issues like establishing metrics for evaluation, the recognition of significant achievements, the long duration of projects, and the human capital's retention, motivation and engagement in the company have become major obstacles to strategic innovation (Aagaard & Andersen, 2014;Andreeva et al, 2017;Hebda et al, 2012;Koberg et al, 1996;O'Connor et al, 2018;O'Connor & McDermott, 2004;Urban & Verachia, 2019). In other words, employees with short-term activities can easily be evaluated, rewarded, and developed, but the same is not valid for strategic innovation workers .…”